Januari 2008 DiViSiOn FOr accoutning, FinanCinG and FinanCiaL COnTrOL audit Manual

Transcription

1 Januari 2008 DIVISION FOR ACCOUTNING, FINANCING AND FINANCIAL CONTROL Audit Manual

2

3 Foreword Sida has given priority to combating corruption in programmes of development cooperation. The Government s annual directives and letter of appropriations to Sida state that Sida shall take measures that have the aim of preventing corruption in contributions financed by Swedish development cooperation funds. The Manual is intended for all members of staff at Sida who, in one way or another, come into contact with auditing. The Audit Manual is intended to function as a reference book. For example, it provides guidance on ways in which audit reports should be dealt with, on procurements of audit services, on aspects that should be given special consideration in cases of suspicion of corruption, and on ways in which terms of reference for audits should be written. Examples of different types of terms of reference are included as appendices. The Audit Manual is also intended to provide an insight into auditing, the role of auditors, and what can be achieved with audits. The Manual will be distributed to all members of staff at Sida, including those working at embassies and field offices. Stockholm, January 2008 Marie Ottosson Head of EVU

4 Published by Sida 2008 Department for Finance and Corporate Development Author: Marie Nordlund & Lotta Sandö, Division for Accoutning, Financing and Financial Control. Printed by Edita Communication AB, 2008 Art. no.:sida4469en This publication can be downloaded/ordered from

5 Foreword... 1 Introduction... 6 Why do we have audits?... 6 Sida s anti-corruption regulation... 7 Aim of the manual... 7 How to read the manual... 7 Checklist for audits Sida s right to have an audit performed To bear in mind before you commission an audit Different types of audits Different types of audit reports When should an audit be performed? Commissioning an audit What should the audit include? Making a procurement of an audit Different stages in Sida s procurements of audits Terms of reference for an audit or capacity study Terms of reference for an audit where corruption is suspected Audits of consultants Read audit reports and follow up audits in this way What information can you obtain from the audit report? Follow-up of audits Surveys and donor coordination of audits Make a survey of audit capacity in this way Support functions Support at Sida Firms of auditors as support... 33

6 6 For those of you who wish to know more Important concepts in auditing and accounting Experience gained from audits Links to other organisations and documents Read more Appendix 1 Proposal for the content of terms of reference (ToR) foraudits Appendix 1a Content of terms of reference financial audits Appendix 1b Content of terms of reference management audits Appendix 2 Example of terms of reference for financial audits and management audits Appendix 3 Example of terms of reference for systems-based audits...55 Appendix 4 Example of terms of reference for capacity studies Appendix 5 Example of terms of reference in cases where corruption is suspected...65 Appendix 6a Example of terms of reference for a local procurement of a framework agreement for audit services (embassy) Appendix 6b Example of tender documents (embassy) Appendix 7 Examples of terms of reference for consultancy audits Appendix 8 Example of a section on auditing in the agreement templates Appendix 9 Sida s framework agreements with firms of auditors Appendix 10 Terms of reference for Sida s framework agreements for audit services Index

7 5

8 Introduction Why do we have audits? Audits are aimed at giving us confidence in information provided by an organisation/country etc. Audits should be used as a control instrument in the follow-up process. Auditing is to critically examine, assess, and express an opinion on the accounts and administration of a company or a government agency. The concept of auditing can also include examining whether operations are being pursued effectively and fulfil the goals. The audit shall be performed independently of the client, the auditee and other stakeholders. The auditor shall be independent and qualified for the assignment, and make clear and unambiguous statements on the audit certificate. However, auditing does not provide a guarantee that the funds have been administered in a secure manner or that the financial reports are of high quality. On the other hand, a correctly performed audit shall lead to the identification and rectification of shortcomings in the accounts and in the internal controls. It can also have a preventive effect since the attention of management is drawn to problem areas and management can thus take appropriate action to avoid errors occuring. Auditing is one of several methods for exercising control, preventing corruption and ensuring that funds are used in the correct way. Different control steps are, for example, built into Sida s project cycle in the form of project reviews. Normally, agreements lay down that it is the partner in cooperation that has the responsibility for the audit. However, Sida retains the right to make a follow-up with the aid of audits or evaluations. As an agency under the Government, Sida receives appropriations via the government budget. This entitles us to use government funds for the purposes of the appropriation. Sida has the responsibility for exercising controls on behalf of Swedish taxpayers for all the activities financed by Sida. However, Sida also has a responsibility towards those who benefit from development cooperation the poor to ensure that Sida s contributions for poverty reduction are used appropriately by those who represent the target group Sida s partners in cooperation. The anti-corruption regulation, which contains rules for the auditing of activities, shall be used in Sida s work throughout the entire project cycle in addition to the Sida at Work manual. Sida s work shall also be performed in a cost-effective manner. This means, among other things, that the cost of controls and audits is in reasonable proportion to their utility. Budgets and cost controls, follow-ups of financial and operations- 6

9 based reports, as well as follow-ups of measures taken to rectify faults etc are duties of central importance to enable Sida to shoulder its responsibility for controls. At the same time, an indirect purpose is to strengthen the administration of our partners in cooperation. This is, in itself, an important form of support. Sida s anti-corruption regulation One important aim of the audit is to guard against, prevent and counteract corruption. Sida s anti-corruption regulation states that Sida should conclude agreements with partners in cooperation in respect of reports and audits, which should be made annually. However, Sida should reserve the right to have a separate audit made in cases where it considers that a separate audit is necessary. The regulation also states that companies, consultants, non-governmental organisations and other implementing organisations that receive or administer Swedish development cooperation funds via Sida s contractual partners shall be audited in accordance with the criteria of materiality and risk, and that such organisations are also responsible for ensuring that audits based on Sida s anti-corruption regulation are performed at all organisations to which they channel Sida s funds further. Special external audits shall be made in cases where mismanagement or corruption is suspected. If it is provided that mismanagement or corruption exists Sida should consider cancelling the contribution and demanding repayment of the funds involved. (See further Sida s anti-corruption regulation.) In order to give members of staff at Sida guidance in ways in which the anti-corruption regulation shall be applied, the publications Acting on suspicions of corruption - a guide and Manual for the application of Sida s anti-corruption regulation and Checklist for Sida s managers on suspicions of corruption have been produced. The Audit Guide supplements these documents in those cases where you suspect corruption and it is appropriate to perform an audit. Aim of the manual The aim of the Manual is to make things easier for you when you come into contact with audits. The Manual is intended to function as a reference book and therefore some information is repeated. Among other things, the Manual provides guidance on ways in which you should deal with audit reports, make procurements of auditing services, and write terms of reference for audits. At the same time the Manual is intended to give members of staff at Sida and the embassies an understanding of auditing, the role of the auditor, and what can be achieved with audits. It should be emphasised that the Audit Manual is only intended for Sida and embassies/field offices. (Embassies/field offices are referred to hereinafter as embassies.) It does not take up issues that relate to the external audit of Sida made by the Swedish National Audit Office or the internal audits performed by Sida s Department for Evaluation and Internal Audit (UTV) on behalf of the Board of Sida. How to read the manual There is a checklist at the beginning of the Manual. There you can find brief questions and answers that are common in connection with audits. The answers contain references to relevant sections of the Manual. Thereafter, there are three sections that describe what you should do before you commission an audit, how you should commission an audit, and finally what you should do when the audit has been completed. 7

10 In the fourth section, you will find information on ways in which you can make surveys of audit capacity. In section five, you will find the support functions that you can use in audit matters. The final chapter contains facts for those of you who wish to know more about important concepts in auditing, experience gained from audits, reading suggestions etc. At the end of the Manual, there are appendices that provide practical suggestions and examples of different documents in the audit field. Note that these are merely examples. Each case is unique and you must always make necessary adjustments to the situation in question. The headings in the table of contents are intended to provide guidance in cases where you want to read more about a specific section. There are also references in the text to sections where you can read more about a specific aspect. 8

11 Checklist for audits A checklist is provided below of a number of brief questions and answers on topics that are common in connection with audits. A reference to relevant sections in the Manual is provided after each answer. On what occasions should sida perform an audit? There are several different occasions when Sida should perform an audit. We can, for example, perform an audit for preventive purposes in connection with the planning of a project, as a way of to regularly monitor an ongoing project, or in connection with the completion of a project. Normally, the partner in cooperation is responsible for the audit but, if no audit has been made for various reasons, it is Sida that must take the initiative to have an audit performed. Dissatisfaction with an audit that has been performed or a need to check up on the partner in cooperation for other reasons can also be reasons for Sida to make an audit. If we suspect any type of corruption or any other improprieties, it is our responsibility to make an audit of the activity immediately. Read more in section 2.5. Who is responsible at sida for ensuring that an audit is performed? The responsibility lies with the member of staff who has the right to use the budget for the contribution. However, the programme officer responsible for a contribution or a component is usually the person in the best position to know when there is a need to make an audit, particularly if the audit has arisen as a result of something that has happened in the programme of cooperation. It is the duty of the programme officer responsible for the contribution to take up any problems and to propose an audit. Read more in section 1.1. I have received a report on an audit what should i do? First of all, you should check that the requirements in the agreement have been audited. It is important that you know what has been included in the audit assignment. You can assume that everything not included in the assignment has not been audited. The fact that the audit report is unqualified is no guarantee that everything is in order. In order to find out what observations the auditor has made, you need to have access to a more detailed audit report. It is therefore important to demand an audit memorandum/management letter in order to have access to all the 9

12 observations the auditor has made in the auditing process to reach his/ her audit statement. Read more in section 3.1. I shall commission an audit who at sida can give me advice? EVU/Ekonomi know all about auditing and have a focal point. In addition, the departmental controllers or the field controller often have experience of similar cases. Read more in section 5.1. What type of preparations do i need to make when i commission an audit? Give the auditor basic information on the partner in cooperation and the activity. Add background information in the terms of reference on the amount of the support, the duration of the support, the number of staff in the organisation, the number of offices and where they are located. Also provide information if there is a special aspect or a part of the activity that the auditor should examine in particular, or if there is important information (for example rumours of improprieties, or that the financial reports seem to be odd) that the auditor should be aware of. Note that the proposed terms of reference are only templates. First of all, you must conduct your own risk assessment so that you can cross out less important areas in the terms of reference. Otherwise the audit will be either very expensive or general. You should bear in mind that it is Sida (and not the auditor) that determines the level of ambition of the audit and that the audit should preferably be arranged in such a way that it also offers support to the partner in cooperation at the same time. Read more in section 2. Which firm of auditors should i contact? Sida has framework agreements with several Swedish firms of auditors. Many embassies have made their own procurements of framework agreements with local firms of auditors. If, for any reason, you cannot use these framework agreements, you will need to make a special procurement of audit services. Read more in section 2.2. I work at an embassy and intend to commission an audit can i use sida s framework agreements? Yes. Sometimes it is can be preferable due to challenging situations, corruption or other political reasons. The big firms of auditors sometimes use local auditors in the country in question to keep the costs down or because they need their language skills, but the audit is always led by the Swedish auditors. Read more in section 2.2. Who pays for the audit? The cost is normally debited against Sida s contribution. However, this should have been agreed with the partner in cooperation. In special cases particularly in the case of anti-corruption audits Sida may need to use other funds especially for the audit, but this should be an exception. EVU/Ekonomi make a review of consultants once a year and this review is financed by EVU. In addition to this, departments at Sida can finance audits on the basis of a predetermined annual audit plan. Read more in section 1.1 and 2.2. What are the different stages of an audit? Before you contact a firm of auditors, you must first collect information. The areas that need to be audited are the point of departure. Then you plan the audit together with the firm of auditors. After the audit, the firm 10

13 of auditors submits a report based on the conditions you have stipulated. Finally, you make up your mind about the report and reach a decision on any measures that need to be taken. It may also be necessary in some cases to make a follow-up audit. Read more in section 2.3. How should i formulate the terms of reference Every audit requires unique terms of reference. As your point of departure, you should always have the agreement in question or a relevant directive. The character of terms of reference will vary slightly depending on the type of audit in question. Note that the terms of reference suggested at the back of this guide are templates. Conduct your own risk assessment and cross out those parts that do not need to be audited in as much detail. It is a good idea to add that the auditor may propose changes to the terms of reference during the course of the work after approval by Sida. Request that the audit report ends with clear recommendations in priority order so that you do not have to interpret the report. Read more in section 2.4. I suspect corruption what shall i do? If you suspect corruption, you will find information on what you should do in, for example, Acting on suspicions of corruption a guide and the Manual for the application of Sida s anti-corruption regulation. A suspicion of this type often has the effect that you have to commission a special audit to investigate what has happened. Read more on what you should bear in mind in this type of audit in sections 1.2 and 2.5. What is a management letter? It is a letter containing the auditor s observations during the audit to reach his/her audit statement. Essential are required to influence the audit statement, but Sida is interested in all observations. For some auditors (those who use the American auditing standard), the term means a statement on internal control. Many have misunderstood our wording and think that a management letter requires an extra audit and costs more money. That is wrong. We have therefore made changes to the new agreement templates to say audit memorandum/management letter. In cases where the auditor has provided detailed information on observations in the audit report, no separate management letter/audit memorandum is needed. What applies to audits of contributions for swedish authorities? Sida makes no exceptions in its rules and regulations for audits of authorities. The audit requirements are the same for contributions to another authority as they are for other contributions, i.e., an annual audit. The audit by the Swedish National Audit Office is not enough. That is based on a risk assessment of the activity of the whole authority and it is unlikely that Sida s contribution will be audited, as it often forms a small part of the authority s total funding. The Audit Office rarely audits at the detailed level we normally require. If the Audit Office audits Sida s contributions, any failings are reported to the relevant authority and not to Sida. Note that if it concerns an assignment, the audit should be conducted based on the criteria of risk and importance. 11

14 1 To bear in mind before you commission an audit 1.1 Sida s right to have an audit performed Sida s policy is that all programmes of development cooperation shall be audited annually (read more in Sida s anti-corruption regulation) and that this shall be done in a satisfactory manner, taking all circumstances into consideration. However, the cost of the audit must be reasonable in relation to the expected usefulness of the audit. The aim is to meet the requirements of both partners in cooperation in respect of control, insight, cost-efficiency and goal fulfilment. The agreement with Sida s partner in cooperation determines whether it is possible to commission an audit. The question of how, when and of whom controls shall be exercised in the project cycle, preferably in the form of audits, should be evident from the assessment memorandum and then from the agreement and project document. Primarily, this is always the responsibility of the partner in cooperation. Sometimes, proposing audits can be a sensitive matter. The partner in cooperation can perceive a proposal of this type as a violation of its integrity and thus a negative situation for cooperation can be created. Therefore, start audits first after consultations have been held with the partner in cooperation on when and how they should be performed etc. In the first place, the audit should be a form of support for the partner in cooperation, providing assistance for the partner in cooperation to shoulder its responsibility to exercise controls, not an indication that there is a conflict between the recipient and the donor. However, if you suspect improprieties, you should take the initiative for an audit without informing the partner in cooperation of this in advance. If the partners in cooperation have the same views on the purpose of the audit, they can jointly indicate to the auditors that critical observations in the audit report will be welcomed as part of the openness and willingness to cooperate that exists between them. Agreement should also be reached on aspects that should possibly only be the subject of an oral report and, in such cases, the partner to whom this type of report should be addressed. What does the agreement say on audits? According to Sida s views on ownership of the activities we support, it is the partner in cooperation that is responsible for exercising controls of the activity and for implementing the audit. Sida s agreement templates 12

15 therefore state that it is the partner in cooperation that is responsible for implementing the audit. If this has been agreed, but the partner in cooperation has not been able to perform a satisfactory audit, Sida is always entitled to take the initiative itself and have an audit made. Normally, the partner in cooperation s regular external auditor performs the audit as part of the annual financial audit. In particular, this is the case when Sida provides a non-earmarked contribution to the activity (for example budget support, sector programme support or organisation support). In such cases Sida receives a copy of the audit report that covers all the activities pursued by the partner in cooperation during the year in other words not merely the activities that Sida has supported. However, the regular external auditor can also make a special examination of the activity supported by Sida, for example a project, and then write a special report on that component. Sida is then interested in a financial report in which the expenses are compared against the budget. The auditor shall state that the funds have been used in accordance with the agreement. If the partner in cooperation is a UN agency, it is normally not possible for Sida to engage any other auditors than the UN s regular auditors. (However, it is not always possible to engage them on behalf of Sida.) Audits of the partner countries governments, ministries, agencies, municipalities and other public or publicly-owned organisations are normally performed by the Supreme Audit Institutions (SAI) in these countries. These audits are performed in accordance with legislation or the constitution but, by means of an agreement between Sweden and the government of a partner country, other auditors can make supplementary audits. This situation can arise, for example, if the country s SAI is not able to perform the audit within a reasonable period of time or if there is a need to make a special examination of a certain part of the activity. Both the agreement and the audit itself should always be subject to consultations with the country s SAI. The regular auditors are also often engaged to examine a certain part of activities in which Swedish or foreign NGOs or companies are involved. However, it must be stated in the agreement with the organisation or company that Sida is entitled to receive a copy of the audit report or a report on the examination of a certain activity supported by Sida, and to have an audit performed whenever necessary. Read more in the Audit Guide for NGOs and their auditors produced by SEKA. If Sida wishes to obtain copies of any other documents than the audit report, this must be stated in the agreement. This can refer, for example, to audit memoranda and management responses. Examples of sections on auditing in the agreement template for foreign organisations can be found in appendix Different types of audits The annual audit results in an audit report. In this report the auditor expresses an opinion on the annual accounts and on the administration of the organisation by the board and management during the period. The audit thus provides reliable financial information on the organisation. The statement made by the auditor shall follow the requirements laid down in the rules in the country concerned. These rules do not oblige the auditor to express an opinion on whether the work has been appropriate, the goals have been achieved, or agreements have been followed. The auditor only expresses an opinion on whether the accounts reflect what has happened in a reliable way. Therefore, you may need to 13

16 let the auditors make other types of examinations that provide answers to other types of questions. This section provides an overall picture of different types of audits. In many cases, the different types overlap each other, but they have a different focus. There is no scientific distinction between the different types of audit. At Sida, we have chosen to divide the audits into three areas: Financial Audit, Forensic Audit and Performance Audit. Financial audit The aim of the financial audit is to examine whether the accounts are true and fair, i.e. that the financial accounts provide a correct picture of the organisation s work. This means that an examination is made of the annual accounts or other types of reports that have been drawn up on the basis of the accounts and their underlying documents (supporting vouchers). Where an individual project is concerned, the examination can include an annual follow-up of the project s expenditure or other financial reports agreed between the parties. Two types of methods are used in the financial audit: substantive testing and examination of internal controls Substantive testing Substantive testing means that the auditor examines the content of different items in the accounts, i.e. the amounts presented in the report (for example, fees). However, the auditor does not examine all the vouchers. Therefore, the auditor must first decide on the proportion of the vouchers that are to be examined. The size of the sample depends on the assessment made by the auditor of risks of material errors and the wishes of the client. Sometimes, the auditor makes a spot check of one type or another, for example of a certain period, a certain project or a certain type of expense. The auditor can use purely statistical methods, for example every tenth voucher, regardless of size. Read more on materiality and risk in section 6.1. Examination of internal controls Examination of internal controls means that the auditor identifies, tests and examines the organisation s systems for internal control. Are, for example, regular reconciliations made between the accounts and the bank statements so that errors are discovered in good time? Does anyone check whether the right account is used for each amount? With the aid of this type of examination the auditor can make an assessment of the probability that the organisation s accounting system provides correct and complete information. A certain amount of substantive testing is also performed in the examination of internal controls, for example through spot checks of transactions in which vouchers and other supporting documents are examined. Management audit Management audit (or operational audit) means that the auditor examines management s administration of the organisation (for example by examining systems for internal control). The examination investigates how the budgeting and accounting are done, how results are followed up, how risk analyses are made, as well the underlying documentation used by management for decision-making purposes etc. It can also include an examination of how laws, regulations and agreements are followed, a socalled Compliance audit (see below). 14

17 Accordingly, the borderline between financial audit and management audit is not clear-cut. Observations made during the examinations can often be used in both types of audits. Performance audit Performance audit (or Value for Money Audit) is based on examining how well the organisation has achieved its goals (goal fulfilment), the relationship between resources used and results (cost efficiency), or how well the results contribute to the effects the organisation wishes to achieve (appropriateness). Performance audit is a combination of traditional auditing and evaluation, where the borderline between auditing and evaluation is not clear-cut. The group making the audit can consist of both auditors and technical experts. The result of an audit of this type can be very valuable for both control purposes and for management, and as a instrument that can be used against corruption. It is often necessary to make the examination of cost-efficiency and goal fulfilment of operations with the aid of technical experts. It is difficult to provide general guidance on the ways in which an audit of this type is best made since it is totally dependent on the prevailing conditions in each assignment. Capacity studies A capacity study examines the organisation s capacity in respect of goal fulfilment, planning, administration, resources etc. The aim is to determine the quality of the activities pursued by the organisation. The focus is broad and perspicuous. It can, for example, include examining whether the organisation has access to staff that can work with payments, accounting and controls, and examining whether the organisation has adequate internal controls. The basic idea is that the study focuses on those aspects and routines in the organisation or project where, it has been assessed, the greatest risks lie. Systems-based audits A systems-based audit analyses how the organisation works by examining the routines and systems in the organisation that are intended to guarantee reliability in its work and reports. The focus is narrow and more comprehensive than in a capacity study. Compliance audit This type of audit can, for example, be included in a management audit. It has the aim of examining whether the organisation or the implementer of the project follows the legislation, other rules, agreements etc. Preventive audits A preventive audit can be included with advantage in the assessment stage of a contribution. The auditor examines whether the organisation s stability and structure, management capacity and manning, financing and control functions etc are such that the planned activity can be expected to be pursued in a secure and successful manner. In other words, it is a type of capacity study. 15

18 Audits when corruption is suspected/forensic audit A normal financial audit provides no guarantee that corruption will be detected. For example, it can be easy to falsify receipts or to receive bribes on bank accounts that are not examined by the auditor. However, if you commission a forensic audit to examine a suspected case of corruption, it may be possible to detect irregularities. The purpose of a forensic audit is to serve as a basis in possible legal disputes. In this type of audit, it is particularly important to ensure that the auditor is independent in relation to the auditee (read more on the formulation of terms of reference for this type of audit in section 2.5). A forensic audit may be either an investigation in the event of suspected financial irregularities, a programme to discover irregularities or an audit of protection against irregularities. Internal audit Internal auditors are employees of the organisation and work on behalf of its management or board. An internal auditor shall have an independent position in the organisation and work impartially. However, it is common for internal auditors and external auditors to cooperate with each other. This enables the external auditors, for example, to make use of internal audits by using their results (if they are reliable), instead of making an examination of exactly the same material or material with the same focus. Internal auditors can work with all different types of audits. One of their main tasks is to ensure that the organisation s systems for internal control work properly. The reports written by the auditors have the primary aim of improving routines and working methods. Their work can also have a preventive function in connection with the production of the organisation s annual accounts by enabling the organisation to detect and correct any errors before the final version is approved. It is the head of the organisation or the board that receives the internal audit reports. 1.3 Different types of audit reports In the auditing field there are a number of different technical terms that can be difficult to keep apart. A summary of the most important concepts, and how they should be interpreted, is provided below. Audit report Report on the regular audit of legal entities, performed in accordance with Swedish legislation. (Note that an audit opinion is a statement included in an audit report.) Audit memorandum All other types of reports on audits. Is not always an official document (unless the audit has been commissioned by Sida). Note that the term Management letter has a narrower meaning and mostly takes up issues concerning routines and internal control. The terms audit report, reporting or report will be used below as generic concepts for different types of reports used in the Audit Manual. 16

19 1.4 When should an audit be performed? Auditing can be divided into three phases interim audit annual audit final audit In a follow-up audit you can check in arrears how the recommendations made in an earlier audit report have been followed. You can also commission a special one-off audit of aspects that appear to be uncertain or suspicious. Before writing the terms of reference, you have a discussion with the auditor on the ways in which best use can be made of different parts of the audit. Interim audit Normally the auditors do not wait until the books have been closed before they start to examine the annual accounts. Instead, they prepare the work earlier during the year in the so-called interim audit. In the interim audit they examine vouchers and other documents. After the closing of the books, they can concentrate on, for example, corrections to the bookkeeping, particularly year-end transactions, and controls of various summaries. The interim audit can result in yearly reports and audit reports, but can also be more limited, for example quarterly reports or half-yearly reports. It is also common that, in the interim audit, auditors make examinations that provide data for the assessment of the organisation s internal controls and the capacity of management. With the aid of this method, they can spread their work over a longer period of time. Yearly financial audit The yearly financial audit is normally the financial audit and then the auditor expresses an opinion on the accounts, the annual accounts and the administration of the organisation. For example, the auditor investigates whether the annual accounts provide a true and fair picture of the financial outcome and financial position (statement of financial performance and statement of financial position), of disbursements made during the period, or other information that the statements of account shall reflect. The yearly audit also often includes audits of systems and routines that safeguard good internal controls and true and fair accounts. Final audit In connection with the end of a project, a final audit shall be made of the entire project. If the auditors have made interim audits and have followed up how recommendations have been followed, they can make the final audit less comprehensive. If the first audit is performed when the project has ended, the work will be more extensive and more difficult. Perhaps, the documentation and persons responsible are no longer available and it will be difficult to correct any mistakes or demand accountability. 17

20 2 Commissioning an audit In this chapter, we describe aspects that you must reach a decision on when you plan to commission an audit. As mentioned above, it is in the first place the responsibility of the partner in cooperation to ensure that an audit is performed. The section below only describes occasions when, for one reason or another, it is Sida that initiates the audit. This can, for example, be due to the fact that the audit that has been performed did not make a special examination of that particular part of the activity to which Sida contributed, that you are not entirely satisfied with the report, that you have not received audit reports as stipulated in the agreement, or that you suspect corruption What should the audit include? It is Sida s policy that all programmes of support shall be audited annually (see further, Sida s anti-corruption regulation). However, this must be placed against the cost-efficiency of the audit. Perhaps it is not reasonable to make an audit each year of all the activities in a major programme or project. Thus, you should plan the audits with a long-term perspective. In other words, one year you can have certain elements or sub-projects audited and the following year audits can be made of some other activities. The auditor normally uses spot checks or assessments of materiality and risk (see further, section 6.1), which means that errors can remain undetected. It would be unreasonable to employ such large resources that all possible errors would be detected. If the examination shows that the internal controls function satisfactorily, the auditor can make the assessment that there is only a small risk of major errors. Using development cooperation funds for intended purposes means that it is not just a case of true and fair accounts, it is also a case of achieving the poverty goal and programme or project goals. This can, in turn, mean that both the financial audit and the performance audit need to examine a holistic picture of the activity. In addition to the necessity of performing the audit in such a way that sufficiently high levels of quality are achieved at as low a cost as possible, the audit shall also result in good advice and proposals to the organisation. The examination thus contributes to giving the partner in cooperation assistance in rectifying problems in its organisation and improving its capacity, which is a development contribution in itself. 1 Read more on audits in cases where you suspect corruption in section

21 The result of an examination depends on how much knowledge is transferred in connection with the audit and what this has led to, together with the measures taken as a result of the audit s recommendations. If the personnel responsible know that activities will be audited regularly, or with a certain frequency, this very fact can contribute to improving the administration. The risk of improprieties and corrupt behaviour will thus be reduced. The risk of detection and legal consequences are also a deterrent. Demand that the auditor prioritise the observations in order of importance. The program officer should not have to try to interpret the audit report. Make sure this is written into the terms of reference when Sida procures its own audits as well as when it is able to approve the partner in cooperation s terms of reference. 2.2 Making a procurement of an audit Normally, it is always the responsibility of the partner in cooperation for ensuring that audits are performed periodically. However, sometimes situations can arise in which Sida itself needs to take the initiative to have an audit performed or to engage a firm of auditors for another type of assignment. In the following two sections we describe what you should do when you wish to make a procurement through Sida s framework agreements or outside the framework agreements. Several departments have experience of making procurements of different types of audits. Contact the controller in your department or the focal point of the audit for more information. Making a procurement via Sida s framework agreements Sida in Stockholm has concluded framework agreements with several Swedish firms of auditors. This means that you have a duty to use these for assignments for Sida Stockholm. Services can also be called off against these framework agreements by embassies/field offices. The framework agreements are valid for the period January 2007 to December 2008 (with the possibility of prolongation by two more years). With the aid of the framework agreements, we can simplify the procurement procedure and hold down costs, at the same time as we have access to auditors with experience of development cooperation who can step in at short notice. The agreements do not contain any guarantees in respect of volume for the auditors. For each assignment there must be terms of reference that contain information on background, purpose, assignment, time schedule and reporting requirements. The fees charged for different categories of personnel are based on an agreed tariff in the framework agreements with maximum amounts. Therefore, all you need to do is to determine the amount of time that auditors in the different categories need to spend on the assignment and to specify other costs, for example journeys. The firms of auditors engaged in the framework agreements are entitled to request an annual upward adjustment of their fees based on an index calculated by Statistics Sweden. Presentations of the companies included in the framework agreements and information on fees can be found on Sida s Intranet, inside. Go in under the heading Supporting Functions/Law & Procurement/Procurement & Contracts/5. Framework Agreements/Sida s own Framework Agreements. Then click on Framework Agreements for Financial, Forensic and Performance Audits. Alternatively, go to Support Functions/Audit at Sida/Framework Agreements where there is a direct link to the audit agreements. 19

22 In Sida s framework agreements we distinguish between financial audits, forensic audits and performance audits (see definition in appendix 10). There is an instruction for call-offs on the intranet under the audit framework agreements. For the areas Financial Audit and Forensic Audit, Sida has agreements with E & Y, KPMG and Öhrlings PriceWaterhouseCoopers. For the area Performance Audit, Sida has agreements with Sipu International, Swedish Development Advisers, Jarskog Konsult, BDO Nordic, Professional Management Arne, Barbro Svensson and KPMG. For up-to-date information, see the intranet, which also has information on fees, contact details and CVs. Assignments of more than five consultancy days require a renewed competitive tender, which means that you must send an inquiry to all the companies within the relevant audit areas. A copy of the call-off should be sent to the focal point for audit. The levels of fees specified in the framework agreements apply to consultants in Sweden. Per diem, travel expenses etc must be added for Swedish auditors travelling abroad. If the assignment has the effect that the firm of auditors in Sweden has to engage a local office abroad, the level of fees for the foreign staff is a matter of negotiation, though not more than in the framework agreement. For an embassy/field office it can be less expensive and better to engage a local consultant who, in addition to professional expertise, also knows the local culture and its risks. This assumes that the consultant is independent of the organisation to be audited and its staff. Sometimes the best alternative can be to engage Swedish auditors who work together with local auditors. The division commissioning the audit finances the audit. EVU/ Ekonomi can, on request, provide support, for example in the formulation of the terms of reference for the audit assignment. Read more in section 5.1. Support at Sida. Suggestions for the content of terms of reference for audit services are included in appendix 1-1b. Examples of terms of reference are included in appendix 2 (financial audits + performance audits) and in appendix 3 (system-based audits). Procurements outside Sida s framework agreements or of new framework agreements for embassies/field offices Embassies/field offices are not bound to use the framework agreements for any type of audit, but have the right to use them. On certain occasions, it can be advantageous for an embassy/field office to have contact with a local firm of auditors. This can be the case for issues where you want local knowledge, a rapid intervention, advice etc. However, note that you must follow the provisions of the Public Procurement Act in all procurements made by Sida and embassies. If you want to know more about the rules and how you should best proceed, contact one of Sida s procurement advisers. An example of terms of reference for a framework agreement for audit services (embassies) is included in appendix 6a. An example of a invitation to tender is included in appendix 6b. The most important requirement you should stipulate when making a procurement of audit services is that the firm of auditors or the auditor is independent of the auditee. You should also ensure that you get qualified persons to perform the assignment. Perhaps it is not the auditor you negotiate with who will perform the assignment but much more junior staff. It is therefore a good idea if the contract states the name and 20

23 category of each auditor. OECD s Development Assistance Committee (DAC) has formulated recommendations for the requirements that should be made in respect of audit services. Read more in section 6.3. When you are going to make a procurement of a suitable firm of auditors or auditor, you can use the following checklist: What experience is there in the country of auditing in general and of auditing different sectors, both financial and performance audits? What services over and above traditional auditing services are provided, for example various forms of training and advisory services? Is there a local system for the authorisation of auditors? What is the manning structure of the firm (CVs for individual auditors)? Does the firm have a human resource development policy? What other clients does the firm have and what is their experience of the services provide by the firm? Does the firm have method handbooks, and sensitivity and flexibility in respect of the requirements of the assignment? Are there ethical guidelines? Request a presentation of the firm. Make a test by giving the firm a minor assignment. Check with other donors with high demands to see if they have any experience of the firm (or any other valuable information). Investigate whether the firm or the auditor is/has been involved in legal disputes, has been given reprimands or warnings. 2.3 Different stages in Sida s procurements of audits Preparatory collection of information As a first step you should compile general information on the organisation or activity that is to be audited. This information forms the basis of the auditor s work. Examples of material that can be included here are: agreement plan of operations budget minutes or notes from important meetings reports as specified in the agreement the annual accounts of the company or organisation, including the annual report earlier audit reports evaluations experience of other donors information from the financial follow-up of contributions other relevant material from the contribution file and the archives. The collection of material is governed by the type of audit that is to be performed, for example a financial audit, a systems-based audit or a capacity study. Read more in section 1.2. It may also need to be supplemented with interviews made by the auditor. The staff of the client (Sida) and the partner in cooperation should take an active role in the process. The point of departure is that Sida and the partner in cooperation agree that the accounts are to be correct and that any problems will be solved. 21

24 Planning of the audit Decide what should be audited and how exhaustive the audit needs to be. Should the entire activity be audited or merely certain parts of it? Should it cover all types of costs or merely some types? Should it cover the entire agreement period or a certain year or even parts of an earlier agreement period? The planning is of decisive importance for the quality of the entire audit. The auditor s point of departure is the terms of reference and any other information you provide prior to the audit. On the basis of this information, the auditor draws up an audit plan. This planning process results in a concrete audit programme that clearly specifies the steps the auditor will perform and the method that will be used. It is at this stage that selection criteria such as materiality and risk are applied. In section 2.4 you will find examples of questions that you should take into consideration in the terms of reference. The audit After the planning stage, the actual audit starts. The auditor continuously evaluates the results of the audit. This can sometimes lead to a reevaluation of risks. For example, the scope of the audit can change from that originally planned by the auditor. Reports The auditor then reports the results of the audit to you and possibly to other interested parties, in accordance with your agreement with the auditor. The audit report presents observations and recommendations for action to be taken. The terms of reference should specify how the auditor should report the audit. A written report, an audit report, is always included. Moreover, it is usually a good idea to request information on concrete observations through a special audit report. The auditor s reports should focus on deviations, and state observations and recommendations in order of materiality. They ought also state the latest time by which the recommendations ought to be implemented. Unless otherwise stated in the report, the auditor should have covered all the areas specified in the terms of reference. An oral report from the auditor can also be valuable. At a meeting of this type, the auditor can explain the content of the written report and provide information on other observations or reflections in connection with the audit, which the auditor did not consider to important enough (or far too sensitive) to include in the report. The partner in cooperation shall naturally be informed. This can be done at the same time as you receive the report, or in connection with a meeting. The audit of public bodies in a programme of cooperation should normally be done by or at least in consultations with the country s supreme audit institution. One minimum requirement is that reports made by any other auditor should be passed on to the national audit institution. If the audit is part of the ordinary audit (i.e. not commissioned by Sida), there will always be an audit report. You should follow up an audit report that contains qualifications by finding out about their causes and effects. It is sometimes the case that the regular auditor summarises his/ her observations in a special memorandum to management (audit memorandum/management letter), which management should have responded to in writing (management response). Sida can make a request to receive these documents. 22